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1 © 2014 St. Meyer & Hubbard, Inc.
Unleashing The Untapped 30%
Engagement – The Secret Sauce for
Ultimate Organizational Success
Margie H Kensil
Senior Consultant
St. Meyer & Hubbard

Pleased to Meet You!
 Senior Consultant with St.
Meyer & Hubbard, Elgin, IL
 Native of Dallas, TX
 Currently lives in Concord, NC
 Passionate about helping people
be their best, Dan Kensil, and
South Africa

Today We Will Discuss…
 The What and the Why of Engagement
 Motivation and Engagement
 Drivers for an Engaged Workforce
 The “Big Five” of Engagement
 Creating Trust - Your Roles
 The “So What”

My Hope for You Today:
 Take away one idea or action that:
• You can apply immediately
• Will lead to higher engagement and move you, your team
members/department/organization forward in the achievement
of high performance

What is Engagement?
Engagement = Simplicity + Connection
 Simplicity: Level of knowledge and understanding people have
with the goals, plan, strategy – How much they know
 Connection: Level of emotional connection people have with the
business – How much they care

What Makes Up Engagement?
Engagement is comprised of two parts:
 Commitment – an affective attachment to, and intention to remain
with, an organization, a group, or with a specific person (manager)
 Discretionary Effort – the willingness to go above and beyond
formal job requirements
Adapted from The Hay Group

The Untapped 30%
 According to data collected by the Job Resources Inventory (JRI),
the average manager’s team brings 70% of their discretionary
effort to the table every day.
 What would goal achievement/ productivity/team
satisfaction look like if everyone unleashed that
missing 30%?

Remember When?
Column A Column B Column C
Confident Apathetic Satisfied
Perfectly matched Trusting of others Unsatisfied
Over-skilled Untrusting of others Needs met
Under-skilled Deceived Wanting
Fearful of failure Fully informed Balanced
Prepared Same old, same old Emotionally drained
(bad)
Unprepared Underpaid Appreciated
Equipped Victim Unappreciated
Ill-equipped Inspired Adequately paid

Why Engagement?
 What kind of words would a third party use to describe an
engaged workforce when they see one?
• Energized
• Satisfied and happy
• Connected and committed
• Persistent
• Adaptable
• Involved and absorbed
• Highly productive
• Collaborative

Why Engagement?
 Contrast with an unengaged description:
• 8-5’ers (“clock punchers”)
• Lots of people missing (absent)
• Managers are babysitters (average outcomes for managerial
extreme effort)
• Few smiles (low morale)
• No passion and energy (low confidence / employees are slow)
• Lots of turmoil (collaboration? What collaboration?)
• Employees talk about their supervisors behind their backs a
lot (Us vs. Them)
• Fair output and lucky in spite of themselves (lower
productivity and lower yield for effort)

Four Levels of Engagement
 Engaged – giving full discretionary effort, high emotional and rational
connection with high motivation
 Enrolled – partly engaged, they know what to do and tend to get the
work done, but they do not have a high emotional connection and
typically won’t go the extra mile
 Disenfranchised – partly disengaged (low emotional connection)
 Disengaged – completely disconnected rationally, motivationally and
emotionally (likely angry)
Source: Towers Watson Global Workforce Engagement Study

The Results of the Study
21%
41%
30%
8%
21% Engaged
41% Enrolled
30% Disenfranchised
8% Disengaged

According to Gallup:
 Over 50% of employees are not engaged
 Almost 20% are actively disengaged
 The cost of disengagement – over $300 billion/year
The State of the American Workplace, 2013

The Linkage
Employee
Behavior
Customer
Behavior
Revenue
Growth &
Profitability

The Proof is in the Pudding!
Towers’ Study Showed:
 Companies with high engagement had 19% increase in operating
income and 28% growth in EPS
 Companies with low engagement had 32% drop in operating
income and 11% drop in EPS

Who’s Getting it Right?

Drivers of an Engaged Workforce
 Satisfaction with coworkers
 Fairness (perceived)
 Job enrichment and meaningfulness
 Linkage between home and work
 Relationship with supervisor or leadership
 Relational Equity
 Overall positive organizational climate as set by senior
management AND immediate manager

How do engaged employees describe what they
feel about their work?
 Vision: “I know what I’m supposed to do – and I feel good about
it”
 Knowledge: “I feel like I can use all of my skills and abilities (fully
utilized) and my manager and/or company are appreciative”
 Simplicity: “There is a link between what I do and the objectives
of the company and I can see it”
 Innovation: “I feel like I have the ability to innovate or make things
better (people listen to me)”
 Trust: “I trust my manager and my company (they do what they
say they will do and walk their talk)”
 Collaboration: My co-workers and I are a team (collaboration)

What Can Vision, Collaboration, and Innovation Do?
 The Fun Theory: Piano Stairs | KarmaTube

The Big Five of Engagement
1. Set today’s drivers in place – autonomy,
purpose, mastery
2. Find out what people believe - motivation
3. Have meaningful conversations at all
levels - coach
4. Recognize people in meaningful ways
5. Create an atmosphere of trust

Autonomy
 The desire to direct our own lives
 Control leads to compliance - autonomy leads to engagement
 Work together for self-discovery and self-direction
“Some skeptics insist that innovation is expensive. In the long run,
innovation is cheap. Mediocrity is expensive – and autonomy can be
the antidote.”
Tom Kelley
General Manager, IDEO

Mastery
 The desire to become better at something that matters
 Only engagement can produce mastery
 Look for “Goldilocks Experiences”
“The improvement was the goal. The medal was simply the ultimate
reward for achieving that goal.”
Sebastian Coe

The Last Time I Was in Flow…
 Describe the experience
 Isolate 5 key words that describe the feeling

Purpose
 The yearning to do what we do for something that matters
 Today’s generational workforce is demanding it
 Help people see the greater purpose of goals, policies, and words
“One cannot lead a life that is truly excellent without feeling that one
belongs to something greater and more permanent than oneself.”
Mihaly Csikszentmihalyi

"We spend so much time listening to the things
people are saying that we rarely pay attention
to the things they don’t.”
Clint Smith
Teacher and Poet

Getting Beyond Motivation with The Belief SystemTM
Three Principles:
 What we believe is more
important than what is
 The motivation to perform is
influenced by what we
believe
 People have a set of beliefs
that determine their
motivation to perform

“The Offering is Never Enough”
Effort SatisfactionOutcomePerformance
Belief 1 Belief 2 Belief 3
Clear Expectations
Can I Perform As Expected?
Will Outcomes Be Tied to My Performance?
Will Outcomes Be Satisfying To Me?
The Green-Hayes Motivation Model

Three Beliefs for Motivation, High Performance,
Engagement:
 Can I do it? (accomplish the task, the goal) – CONFIDENCE
 Will I get it (the outcome)? – TRUST
 Do I want it? – SATISFACTION
Belief 1 Belief 2 Belief 3
Effort SatisfactionOutcomePerformance

What Motivates and Engages You?
 In 30 seconds or less, describe the 3 most critical things that you
must accomplish this year.
 When was the last time you learned something really wonderful at
work? Describe it.
 When was the last time work felt like play?
 Who inspires you? Why and in what way?
 When you think about 2015 and what we have on our plates, what
gets you jazzed up and excited?

The Big Five of Effective Coaching
 Be sure I know what good looks like
 Build on my strengths
 Find out what puts me in flow
 Help me self-discover - ask before
you tell
 Let’s get on the same page with an
action plan – always

Inquiring Minds Want to Know…
 What do you want me to do?
 How do you want me to do it?
 Why should I?
 How will you let me know where I
stand?
 How will you help me improve?

Coachee
Before:
 Identify strengths and
improvement
opportunities
 Observe activity or review
documents
 Schedule the coaching
session
 Prepare the environment
During:
1. Agree on agenda
2. Ask then tell what was
done well and why
3. Ask then tell what
could be done
differently next time
and why
4. Create an action plan
After:
 Schedule the next
coaching session
 Follow-up
The Coaching Process
St. Meyer & Hubbard

Great Coaching Questions
 What is the most important thing on your plate right now?
 What progress has been made?
 What are you most proud of?
 What about your current work makes you feel most alive and
passionate about being here?
 What do you appreciate about the team?
 In what areas do you feel you could develop and build your skills?
 What can you do differently to be even more effective?

Talk about your Big Five
 What are 5 questions that you could use to enhance your
conversations with your manager and/or your team members?

Why Recognize People?
 It’s the #1 reason people leave their jobs

What Makes for an
Effective Recognition Program?
 Sincere, honest, frequent feedback that includes recognition of
strengths
 Multi-faceted – leadership at all levels and peer-to-peer
 Different methods – one size doesn’t fit all

“Thanks…”

Remember When?
Column A Column B Column C
Confident Apathetic Satisfied
Perfectly matched Trusting of others Unsatisfied
Over-skilled Untrusting of others Needs met
Under-skilled Deceived Wanting
Fearful of failure Fully informed Balanced
Prepared Same old, same old Emotionally drained
(bad)
Unprepared Underpaid Appreciated
Equipped Victim Unappreciated
Ill-equipped Inspired Adequately paid

Creating Trust - Your Role as a Manager
 Manage the work and performance
• Reveal the vision - Be clear about what good looks like
• Connect - Have regular “conversations” with your employees
• Inspire - Be positive, build confidence
• Build continuous learning - Be the question, not the answer
 Manage the relationship with the company
• Simplicity, commitment - Broadcast the good, filter the bad
• Foster simplicity - Show the connection between the strategy,
goals, and tactics - WIIFM
• Create the right culture
• Be a match maker – provide those “Goldilocks Experiences”
• Be committed to developing others’ skills and gifts

 What do you pay attention to?
 What do your employees hear from you?
 What do your employees see?
 Who are your employees?

Creating Trust - Your Role as a Team Member
 “There is no ‘I’ in team”
 Participate in your development
 Ask - and answer - the right questions
 Bring your “ness” each and every day
 70% isn’t good enough – make it 100%, each and every day

It’s RELATIONSHIP(s)
that make or break the engagement level
of any specific employee and any specific
organization

The “So What”
 What does your emotional wake look like?
 ABL – Always Be Learning
 Surround yourself with great people – make it about them – not
you!
 Rediscover your “ness”
 Everyone is a leader - Be the change you want to see – commit to
the journey

Resources for You

My Hope for You Today:
 Take away one idea or action that:
• You can apply immediately
• Will lead to higher engagement and move you, your team
members/department/organization forward in the achievement
of high performance

You must be the Superhero!
There isn’t anyone else…there is YOU. There is only time enough to
iron your cape and then it’s back to the skies for you!
Thank you and Good Luck!
Margie Kensil
mkensil@smandh.com

�ݺ�ߣ

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